EVIDENCE
Every engagement measured against business outcomes defined before work begins. Not satisfaction scores. Not NPS. Not curated quotes.
Company names redacted unless explicitly approved.
GLOBAL TECHNOLOGY — FORTUNE 100
CHALLENGE
12,000-person engineering org with 23% annual attrition in mid-level technical leadership.
Exit interviews cited "lack of growth architecture" as primary driver. Not compensation. Not culture. Architecture.
ARCHITECTURE DEPLOYED
Judgment-Centered Leadership Design™ across 6 verticals.
Decision-context mapping for 14 critical scenarios. Capability sequencing calibrated to complexity curve.
OUTCOMES
Leadership attrition
23%9.1%18 months
Internal mobility
8%34%12 months
Time-to-competency
14 mo6 moRole transitions
Leadership NPS
126712 months
FINANCIAL SERVICES — FORTUNE 200
CHALLENGE
Post-merger integration. 4 legacy cultures. Existing playbook adoption at 4%.
Four separate competency models with zero cross-functional alignment. Integration stalled.
ARCHITECTURE DEPLOYED
Multi-skilled talent pool architecture replacing culture-specific competency models.
Performance engine linking capability to client outcomes — not to completion rates.
OUTCOMES
Framework adoption
4%89%9 months
Decision consistency
31%78%Quarterly
Integration timeline
36 mo19 moComplete
Client retention
71%94%Year 1
GLOBAL CONSULTING — BIG FOUR
CHALLENGE
$180M annual learning function with zero measurable linkage to engagement profitability.
Board mandate: prove ROI or restructure. No existing measurement infrastructure linking capability to profit.
ARCHITECTURE DEPLOYED
Complete performance engine redesign. Capability investment mapped to engagement margin.
Multi-skilled pool replacing practice-siloed development tracks.
OUTCOMES
Deployment speed
22 wk8 wkNew capabilities
Learning ROI
Unmeasured4.2×First fiscal year
Cross-practice
11%41%Utilization
Budget
$180M$112MSame quality
RECOGNITION